When does empowering leadership affect employee voice behavior? The roles of consideration of future consequences and perceived coworker support
基于社会学习理论，研究授权型领导在组织层级中的传递效应及其对员工建言行为的影响，发现低层领导的未来后果考量和员工的感知同事支持会调节这一过程。
Drawing upon social learning theory, we examine the impact of empowering leadership at different levels across a hierarchy on employee voice behavior. Moreover, we identify boundary conditions, such as consideration of future consequences (CFC) and employee perceived coworker support (PCS), which alter the cascading process of empowering leadership. Using a matched sample of 310 employees and their leaders in South Korea, our findings showed the positive effects of higher- and lower-level leaders’ empowering leadership on employee voice behavior. Also, our result exhibited that higher-level leaders’ empowering leadership positively affects lower-level leaders’ empowering leadership. More importantly, the positive effect of higher-level leader empowering leadership on lower-level leader empowering leadership is weaker when there is a high level of lower-level leaders’ CFC. Similarly, the positive effect of lower-level leader empowering leadership on employee voice behavior is weaker when there is a high level of employees’ PCS. Theoretical and practical implications are discussed accordingly.